BROWSE

Paper using a complex systems approach to review the evidence around what impact leadership has on culture and organisational effectiveness, and what constitutes a well-led organisation. Focuses on UK public services

Commentary on landmark article on leadership by Ronald Heifetz and Donald Laurie, published in January 1997. Introduces the breakthrough concept of adaptive change—the sort of change that occurs when people and organizations are forced to adjust to a radically altered environment— and challenges the traditional understanding of the leader-follower relationship. The HBR article is available […]

Paper exploring leadership, management and administration; considers the difference between organisations and systems and identifies four different styles of whole system, including networks, markets, collaborations and social movements.

Personal account of the practical lessons the author has learned while using systems leadership approaches in UK public services.

The Institute for Systemic Leadership is run by William Tate, a UK organisational consultant. The resource centre contains a number of articles on systemic leadership and systemic organisations, by Tate and others.